Partnering is a structured management approach to facilitate teamworking across contractual boundaries. True partnering can only be carried out by firms and organisations that share similar aims and objectives. Partnering is an extension of this practice. Whilst the concept and practice of supply chain management is still emerging, there are good examples to demonstrate that the theory is effective in practice. Mobilisation of key members of the supply chain by the prime contractor achieves mutual benefit to all of the parties involved, and the client should receive improved added value. The principles of supply chain management establish the importance of long-term relationships. In reality, however, some suppliers and subcontractors only will be involved because of the nature of the work required, and some of these will only be involved intermittently for their own specialisms. A poor supply chain will result in products or services that do not meet the requirements of the client in respect of quality, time or cost.